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Learn to Wow Your Clients with Vance Morris · Inspiring Stories

0:04
Speaker 1: Thank you for listening to the picture of the radiant.
0:26
Speaker 2: Rat. You readything to me?
0:33
Speaker 3: Oh well, well say, oh well, not a bad stop.
1:09
Speaker 2: I'd just see smash it.
1:32
Speaker 3: Event.
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Speaker 1: Okay, Welcome back everybody. Our next guest, Vance Morris Will
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Vance spent ten years working for the Mouse at Walt
1:45
Disney World in Orlando, Florida. He started his career at
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Disney on the opening team of the Yacht and Beach
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Club resorts and progress through the management ranks as a
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nightclub manager at Pleasure Island, service trainer, provider on board
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Impress Lily and revitalize a team of the Contemporary resort
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in the mid nineties. It was the Contemporary that Vance
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got his crowning achievement designing, opening, operating the Chief Mickey's
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Disney flagship Character dining experience. So what we're going to
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hoping to learn from today is how to build within
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our own business, our own services, a customer centered experience
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for those clients. So one, we welcome Vance to the
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show and get started. H Well, welcome to the show. Vance.
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You are the expert of experts in customer centered experiences
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for for our businesses, aren't you.
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Speaker 4: Well? I self crowned yes, well, I appreciate it.
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Speaker 1: It was something I did for a software company I
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worked with. I made sure that they tried to make
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sure that the customer was at the center of the
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whole experience, so that you know, it's been stick cater
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to your to your client or customer. Otherwise they will
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find somebody else who will, right, they will?
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Speaker 4: They will. You got to you got to put a
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titanium fence around your customers, keeping them in and your
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and your competitors out.
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Speaker 2: Yeah.
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Speaker 1: So, uh, but do you if you learned it from
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from some of the very best with with with your
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experience at Disney?
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Speaker 4: I did. Yeah. Spent ten years working for the Mouse
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down in Orlando.
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Speaker 1: Yeah, so describe that a little bit. What how did that?
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How did that work out for you? Could you like
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moved up the ranks? Right?
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Speaker 4: I did quite a bit. I was on the opening
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team of the Yachton Beach Club resort back in nineteen ninety.
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Really a great experience. I mean, opening anything at Disney
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is just a tremendous serience. It doesn't matter if you've
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been there, if you knew, or if you've been there
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twenty years, you know, going in all the nooks and
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crannies before any guest arrives is just completely eye opening.
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One of the things I learned first, and it really
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surprises a lot of people. There'n't anything really to do
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with guest experience or picking up trash and keeping the
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place clean. It is all about systems and process and
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that's what Disney is really all about. During our training
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I walked into the training room and they were just
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stacks and stacks of binders everywhere, I mean four inches thick.
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And you got to remember, this is before everybody had
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a cell phone and before every desk had a computer.
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And so I asked my boss, I said, what is
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all this stuff? He goes, well, these are all the
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SOPs and OgTs on how to open and operate a
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Disney resort. And by golly, they had a binder for
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every position there was, you know, valet, server, busboy, you
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name it. They had a standard for it. I was
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completely blown away by it and systems and standards. A
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lot of people kind of they get itchy about that
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kind of stuff because oh, I don't want to you know,
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I don't have any freedom to do what I want.
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And I'm like, oh, it gives you a certain amount
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of freedom because if you are used to just doing
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all of this stuff by rote, you're not really having
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to think about it. It gives you the freedom to
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do all of the nice stuff that Disney is known for.
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And as a business owner, systems give you freedom as well,
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because if you've got systems in your business and then
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you have somebody manage those systems, but you don't need
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to be in the business every day.
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Speaker 1: That's a very good point. So instead of you know,
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and that's why.
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Speaker 4: That's why I've set it up. You know myself, if
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I'm here in Maryland, I have three home service businesses.
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I got a molder mediation company or we're in a
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rug washing facility, and a carpet cleaning company. And I
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took all my Disney knowledge and I packed it into
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those three businesses. And about seven years ago I put
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a general manager in charge, and I said, run the systems.
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Don't scream with anything, just run the systems. And right
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now all I do is I spend about ninety minutes
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a week on those businesses, cash the checks, kiss the babies,
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and spend about ninety minutes a week working with the GM.
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Speaker 1: Wow, can't beat that one, So do you know one,
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you know and all that, right, you know, yeah.
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Speaker 5: I mean it took time to get there, but you
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know that is to me, that's the definition of financial
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freedom is, you know, being able to come and go
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from the business as.
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Speaker 4: I please, and when I do that, I have no
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effect on the sales of the business.
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Speaker 1: Right, So what you might be your picture might be
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the the oh, here's the owner and and visionary of
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the business, but you don't have to be there for
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the daily operation.
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Speaker 4: Yeah, you know. And again going back to my Disney days,
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you know, I mean Walt Disney couldn't be everywhere all
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the time, so he had to have strong systems and
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processes in place that would guarantee the delivery of a
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great guest experience. And without systems to be able to
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do that, you don't know whether you're going to get
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a good experience or not. I mean, think about all
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the places you visit to buy something or get service.
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A lot of times you're not sure whether you're going
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to get a good experience or not. And that's probably
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because they don't have systems in place. So you know,
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with Disney, you're going to get back consistency, and one
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of the key things too. You know at Disney was
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that we all had a mission, and every different department,
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every different area of Disney had its own mission, and
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the mission was always bigger than your job. So you
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know your mission. You know, your job might have been
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to sweep the streets or serve food, but the mission
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was to make people happy. And that was really every
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minimum wage employee could wrap their brain around that. And
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so many businesses had mission statements and nobody knows what
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the hell they are. At Disney, it was simple, we
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make people happy. And so when we were developing Chef Mickey's,
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which is the restaurant that I developed and operated, we
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knew there a mission had to be centered around happiness.
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The rest of our mission was we had to get
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the mouse through four hundred seats in forty three minutes
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and make it be a great experience and make people
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happy because we had well, obviously four hundred seats and
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table for two in our restaurant, talk about forty two
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to forty five minutes to eat. And if they didn't
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get to see the mouse, well, they sat there raided
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and they got cranky, and then they extended our weight
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and the people waiting to come in got cranky and
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cranky people don't have fun, and if you're not having fun,
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you don't spend money.
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Speaker 1: That is very true. Now they having worked as a
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as a chef four hundred, four hundred seats in a restaurant,
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that's a bit daunty. I mean you, I mean, you
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want to talk about one hell of a system just
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to make sure that the food gets out on time.
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Not only making for everybody gets to see the mouse.
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Speaker 4: We actually had a mirrored kitchen. We had an A
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line and a B line and there were literally mirrors
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of each other, and the A line cooked for the
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even number tables. The BEE line the odd number tables
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so evenly split. So it was literally like having two
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restaurants in one area.
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Speaker 1: Yeah yeah, but again.
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Speaker 4: That was the system in the process we had to
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put in place to ensure we could get the mouse
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through those four hundred seats.
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Speaker 1: Yeah, and have everybody eaten about forty two minutes, well at.
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Speaker 4: Least tables for two, because they were the ones that
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would eat the quickest, tables for six or eight. You know,
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they linger a little bit longer, so some of them
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got to see the mouse twice, which is fine that
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you know, tables for two turn faster, and so we
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had to make sure that the mouse got through in
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the amount of time.
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Speaker 1: The table for two, well, I'm just thinking to myself
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that the table for two is probably the most common.
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The table for six or higher is is a bit
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of an of an anomaly. One of the places I
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cooked and you we had to know ahead of time
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if you had a table greater than four. We needed
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to know, yeah, that you were coming, so we could
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make sure that we had, you know, the basics prepared
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and ready to go. So yeah, yeah, So running a
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restaurant seemed would seem to be different, very different than
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running a carpet cleaning or oriental rug cleaning business. But
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how many of the systems actually work out to be
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about the same when you're trying to make.
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Speaker 4: People, you know, I mean, at the end of the day,
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that's what we you know, we wanted to make sure
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our customers were happy the way we made them happy
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cleaning their upholstery, cleaning their carpet. Our mission with those
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businesses was to create a healthy home. Not so much
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make them happy, but create a healthy home. And you know,
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really the systems and processes were no different except the
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actual widget and deliverable. You know, instead of carrying a tray,
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we you know, carry hoses and whatnot. But the theory
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and the strategies are identical. You know, how how do
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you treat the home or the guest with respect? How
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do you treat you know, your attention to detail, All
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of these things are you know, go from one industry
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to the next, there there's no difference. And you know
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when you're looking at details, you know, every detail in
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your business is either enhancing or detracting from the experience.
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There is no middle ground. You know. So if you've
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got dusty house plants in your waiting room, well that's
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detracting from the experience.
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Speaker 1: You know.
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Speaker 4: If you if you drive a van for work and
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you go to people's homes and you haven't washed it
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in a couple of weeks, well that's detracting from the experience.
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I mean, we're a cleaning company, so we washed the
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van every day before we go out. I mean, would
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not be congruent if we showed up in a dirty van.
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Speaker 1: Oh, it's simply put, how's he going to clean my
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house if he can't clean his own van? Right?
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Speaker 4: Exactly?
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Speaker 1: Yeah, you know some of the lists of things on
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on your on your resume NASA for instance, in the
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UH it said something about the President of the United States.
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So how did how did you wind up and what
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did you do for them?
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Speaker 4: Yeah? That was That was about twenty years ago. Now
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I was still in food service at the time, and
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our company had the contract for not the East Wing,
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but the Eisenhower Executive Office Building, which is the old
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old East Wing, so it housed all of the Vice
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President's offices were in there, the military airlift was in
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their UH Secret Service, and then we also had across
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the street from the White House where as the new
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Executive Office building. You gotta love how they named their buildings,
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and that had Secret Service and a couple of other
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departments and were responsible for catering and food service in there.
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And I was also around that time, I was also
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a food service director for the Smithsonian Museum System, which
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was a lot of fun. Nothing like creating a dinner
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party around the Hope Diamond. Talk about an incredible customer experience.
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Certainly nothing like that in the world.
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Speaker 1: Wow, I I I probably forgot that they even had
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the Hope Diamond. There was visiting or something there was
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that it was visiting there. It was it's not permanently
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housed there.
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Speaker 4: No diamond is in the Natural History Museum, Washington, d C.
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Speaker 1: I just learned something. And a big fan of Smiths Smithsonian,
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uh because of all the it's a it's a great
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science museum, you know.
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Speaker 4: Uh.
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Speaker 1: Yeah.
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Speaker 4: And then Kennedy Center for the Performing Art same way.
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You know, we we did a lot of work. Really,
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it wasn't so much the main stage because if you
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don't know, I mean Kennedy Center, it's got a lot
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of like mini stages, you know, and smaller auditoriums, and
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so that was where a lot of the work needed
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to be done to kind of improve those experiences. But
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you know, putting that stuff in the place was it
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was very rewarding.
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Speaker 1: Yeah, it's it sounds like a pretty rewarding thing to
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to be able to do, you know. So, and so
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it was all wrapped around food service, he said, though
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at the time, yeah, yeah.
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Speaker 4: But I was also an employee at the time, and
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I've discovered that I make a lousy employee. I don't
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like to be told what to do, which is probably
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why I went out of my own and it's probably
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a why a lot of entrepreneurs business owners go out
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is because they they know they can do it better.
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Speaker 1: It's a common theme for for entrepreneurs, right, Uh no,
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I can do that better then then they do. Yeah. Yeah, yeah,
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I will include myself in that. One is like you know,
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you know, wonder the reasons why I created my own
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company was because hey, I believe I can do this better.
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Uh so yeah one, and from my point of view,
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I do do do it better than what my employers
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would have. Yeah. So you know, well, we've.
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Speaker 4: Got the freedom to be able to do what we
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need to do. We don't have to go and ask somebody.
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We just go and do it. Yeah, and if it works, great,
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we re the rewards. And if it doesn't work, you're like,
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well all right, you know it didn't work, I'll take
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my liking.
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Speaker 1: Yeah. So along with creating, like all the systems and
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everything that there are, of course is going to be
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centered around what that mission for for your business is
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creating a healthy home or making sure everybody had some
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semblance of a voice is how do you how do
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you go about with all the systems finding the right
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employees is that would share that vision with you and
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would share that passion with you.
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Speaker 4: Sure, A great question.
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Speaker 6: At Disney, and even now you know, thirty years later,
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I hire people that have what I call a heart
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for service.
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Speaker 4: I do not hire people that have previous carpet cleaning
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experience because I can teach that to you. And actually,
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I really don't want you showing up with any bad habits.
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So I'd rather teach you from the beginning and not
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have any you coming to me with shortcuts and bad
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habits that you learned on a previous job. But if
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you can show up and having a heart for service,
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I can't teach you to be nice. I can't teach
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you to want to help people. I can't teach you
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to show up on time and dress well. But I
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can teach you all of the other things. You know,
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how to clean the car part, how to carry a
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train in a restaurant. So I look for people that
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have that heart for service. Disney does this marvelously. You
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know they do it. I mean they do it with
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a lot of you know, pre employment testing, psychological testing,
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things like that Myers Briggs and items like that that
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you know. I tend to use a lot of scenarios
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and what if situations and what would you do in
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this scenario and really see how the the applicant will reply.
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And I haven't been wrong yet. Well, I take that back.
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The first couple of years it was rough. But right
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now my shortest tenured employee is three and a half years.
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My longest tenured employee is coming on twelve years. So
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we just we don't have the turnover. And honestly, in
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this industry, three years is like nineteen lifetimes. People just
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don't stick around. But if you treat them well and
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you pay them well, there's no reason for them to
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go looking. And I firmly believe that if you include
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them and get them engaged. You see, your employees have
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to have a good experience. If they don't are not
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having a good experience, there's no way in hell they're
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going to deliver a good experience for your customers. It
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just can't happen. So you got to start with your employees.
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And that's where I start. You know, do I give
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them equipment that works? Do I give them uniforms that
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fit and are clean? You know, what is the work
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environment like? You know? What are the benefits? Like? You know,
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do we you know, do nice things for them every
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once in a while you know, on Pizza Friday or whatever.
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You know. I don't bribe them to do their jobs
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because I don't think I need to do that. That's
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what they get a paycheck for. But I do solicit
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their feedback, Hey do you think we could do this better?
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And if they have an idea, great, let's try it.
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And I think that's important for employees to feel like
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they not that they have ownership, because I think that's
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a fallacy. They can't. You're the owner. They're never going
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to have ownership unless you have employee ownership plans. But
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they can feel engaged. And when you have that engagement,
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they tend not to disappear on you. They tend to
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stick around.
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Speaker 1: Yeah. Yeah, you said said some pretty pretty important things.
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That actually takes you from being the center of center
23:53
stage of the of the of that scenario. It puts
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the employee at the center stage of it where they
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feel engaged, welcome. You've created this culture where they're we're all,
24:08
where their mind counts.
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Speaker 4: Yeah yeah, and you know, and they want to feel that.
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I mean, yeah, I mean I've had some deads, no doubt.
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I mean I had one guy steal one of my
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vans and drive it to downtown Baltimore to buy drugs.
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Am I still kicking myself for that one. Sure we
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all make mistakes, but for the most part, we've done
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We've done pretty well with how we how we've hired
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and you know, I mean, you can't help what people
24:43
do on the outside. But you know, realizing that they
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you know, they have a home life, they've got other
24:49
things going on. Uh, you know, it was really important.
24:52
You know, we wish wish them a happy birthday. You
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don't know what their home life is like. If I
24:57
wish somebody a happy birthday, one of my employees, I
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might be the only one that does that. I mean
25:03
they might go home to the dog and watch TV
25:05
because they don't have any friends and their family doesn't
25:08
live around here. M h. I mean, can you imagine me?
25:11
You know, I'm the only one the boss that remembered
25:15
the birthday. I mean, how impactful is that?
25:19
Speaker 1: Yeah? And that's that sort of thing could actually happen.
25:23
It doesn't matter what the industry is. That can actually happen.
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Case in point is like you you moved from one
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coast to the other coast and then into a new country.
25:39
It was gonna be around to wish you the happy birthday,
25:43
and and your boss remembers it. It makes you feel
25:45
warm and welcome, right, so it and it sounds like
25:56
on the client customer and you try to make them
25:58
feel warm, welcome and happy and give and deliver what
26:02
the what the mission is and on on the employee
26:08
and you're trying to do the same thing.
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Speaker 4: So well, I mean they're all part of the Sorry,
26:15
I go ahead finished.
26:16
Speaker 1: No, No, it's it's okay. Is that what because you're
26:20
also a consultant according to your resume, that is that
26:24
what you try to teach other business owners to do?
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Speaker 4: Yeah, I mean I don't. I am, by no means
26:31
a HR employee trainer, and I will never pretend to
26:37
be an expert in that area. I know enough to
26:39
be dangerous. I know enough to say that your employees
26:44
need to be having a great experience in order for
26:46
them to deliver one to their customers. But it is
26:51
all part of the same equation and they are all
26:54
equal parts. Uh so I'm not I didn't do too
26:58
well in math in high school. But I do have
27:00
an equation for a profitable future for your company, and
27:05
it starts with the QEE quality employee experience, and you
27:11
add to that q CE quality customer experience. I mean,
27:16
those are the first two parts, and quality employee experience
27:19
has got to come first, because again, if that doesn't
27:23
come first, they can't deliver. And then you add to
27:26
that quality business practices. But are all of those systems
27:30
and processes that I've talked about that helps keep things consistent,
27:35
delivering consistent experiences, and then that will equal a profitable future.
27:41
So you just got to nail those three things. And
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I don't like to overcomplicate things. I really don't, you know,
27:48
So for me, three things is enough to remember in
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a business. And if you can nail those three things,
27:55
you're gonna be just fine.
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Speaker 1: It's somehow that that makes more sense than than the
28:02
guy saying, oh, you've got to create this thing over
28:05
here and then tie it to this widget over here in.
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Speaker 4: Well you know, let me Now, are there things that
28:14
fall underneath each Yes, of course, but they but everything
28:20
on the customer journey. And this is what I do
28:23
as a consultant when I'm working with clients. You know,
28:25
we look at the entire customer journey and where does
28:29
the customer interact with the company, and each one of
28:32
those points is a point that we focus on, and
28:36
we focus on it from the customer's point of view,
28:39
not from the company's point of view. So it's, you know,
28:42
what is the customer experiencing when they walk in our
28:46
front door, So not what we what we think they're experiencing,
28:51
what they're actually experiencing, and so we approach it from that.
28:56
And that's where RealD Webber hits the road. And so
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that right there is both a employee experience and a
29:06
customer experience, because well, the employee's got to be there
29:10
to deliver the experience, and whether that's making sure the
29:14
door is unlocked and the waiting room has been vacuumed
29:17
and is clean and is inviting, and the heats on
29:20
and whatever, and then you know, the guest or the
29:25
customer is coming in and is experiencing this environment. The
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two things go hand in hand.
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Speaker 1: Yeah, you did just say something that I had a
29:37
bit of an experienced once as as a I spent
29:41
some time as a retail manager and one of my
29:46
employees said that they were cold and they wanted to
29:50
turn the heat up, and I said, no, we're not
29:52
going to turn the heat up. We'll find some other
29:55
way to get you warm enough. But ask why the
29:59
heat was isn't going to be turned up? And I said,
30:01
because the heat has to be at a certain level
30:04
so that it's warm and inviting and not too hot
30:08
and uncomfortable for our customers. Keeping you warm is important,
30:15
but I can't. I got to balance them both off.
30:18
So when you talk about that with with your waiting room,
30:24
is a how do you how do you balance things
30:27
out so that everybody, everybody is happy?
30:32
Speaker 4: Well, you know, I mean, you know, I will always say,
30:36
you know, the customer is not always right, but the
30:39
customer is always the customer, and they need to come.
30:43
They need to come first when it because they're the
30:45
ones with the paycheck, you know, they are the ones
30:48
that are spending the money and allowing you to go
30:51
buy groceries and pay your rent and all of those things.
30:57
And would assume unless you just sit all day long,
31:02
or unless you have a malady it's an illness that
31:06
makes you susceptible to heat or cold, that within a
31:10
few degrees you're going to be as comfortable as the
31:13
guest coming in. But you are right, the temperature or
31:19
the environment has to be conducive to the guest and
31:26
has to be inviting to the guest, because if it's not,
31:29
I mean again, how many chances do you get to
31:31
make a first impression exactly one? And if you know,
31:35
if it's a blazing hot day out and they walk
31:38
in and it's kind of sort of cool but not
31:43
really invigorating, lee, oh my god, thank god the air
31:46
conditioning's on. Well, now they're kind of like they're not
31:52
they're not refreshed. Well, that's what we want them to feel.
31:55
We want them to feel thank god there is on.
31:58
It feels great in here. I'm fresh. Because if they
32:01
don't have that feeling they one, how long are they
32:04
going to stay in brows because now they're they're still
32:07
hot and sweaty from being outside, you know so and
32:13
you know, hot, sweaty people, cranky people. They don't buy,
32:17
they don't spend their money. So when they're coming in,
32:22
we've got to make sure that their first impression is
32:26
making them happy. I call it moment zero. That exact
32:31
moment when they come into your sphere is art. What
32:35
is the the emotion that they're feeling. Is it thank
32:39
God I'm here, or are is it well geez okay,
32:43
Well I'm here now, and okay, well there's a pair
32:46
of jeans over there, maybe I'll go look at them,
32:48
and well, I'm still really hot. I'm gonna go to
32:51
the next door and see if the air conditioning is
32:53
any better there. This is what's going through people's minds,
32:58
you know. So, yeah, that has to come first. And
33:04
you're right, I mean, dress your employee, have them wear layers, you.
33:09
Speaker 1: Know, yeah, you.
33:11
Speaker 4: Know, I mean when they give a little long way,
33:13
they can take a layer off.
33:15
Speaker 1: Well, yeah, there, there, there, you have it, right, Yeah,
33:22
I was gonna see. The lighting was also important also,
33:28
Oh yeah, because it had to be Oh hey, I
33:33
feel that the same thing. There's a lot a lot
33:37
to be considered in that sort of thing. Right, To
33:40
make a customer feel.
33:42
Speaker 4: You have to create an environment that's conducive to the sale,
33:46
you know, the I mean, you've got to have an
33:48
environment that is friendly to service and friendly to sales.
33:52
I mean, so many businesses have what I call a
33:55
service prevention department or sales prevention department that they put
34:00
up roadblocks, they put up rules and and you know,
34:05
policies that get in the way of sales, and they
34:10
get in the way of good service, and usually it's
34:13
some corporate mukeety muck that just thought it was a
34:16
good idea, you know, to have you fill out a
34:18
form and triplicate and then have you fill it out
34:20
again when you don't really need to do that. And
34:26
so think about what's going on in your business and
34:29
what are some things that you've implemented let get in
34:34
the way of making a sale, you know, and what
34:38
are the overall things that create your environment for a sale.
34:43
You're absolutely right, lighting, definitely, temperature, smell. Smell is the
34:48
number one sense when it comes to memories. So what
34:52
does your place smell like? You know, when I work
34:55
with dentists, I'm like half the time the place smells antise.
35:00
I mean, nobody likes going to the dentist. So most
35:04
of them, I convince, go get a little toaster of them,
35:08
and you buy a bag of that cookie dough and
35:13
toss one cookie in there and cook it, you know
35:15
once every hour. The place smells like fresh baked cookies. Now,
35:21
now that's inviting. What are the senses? What are the
35:25
memories that fresh baked cookie is eliciting in the patients?
35:30
They're now not thinking about dentists they're now thinking, oh man,
35:34
I remember when Mom used to make the cookies, and okay,
35:36
well maybe they have cookies around here. I can actually
35:39
get one. So using you know, all of the senses,
35:44
you know, how do your chairs feel? What's the colors
35:46
that you're using, you know, in your waiting room or
35:50
on your uniforms or on your on your vehicles. All
35:53
that stuff matters.
35:55
Speaker 1: Wow, it's okay. You ran into some details that I
36:01
would never have thought of as like, wow, fresh big
36:06
cookies in the dentist's office.
36:09
Speaker 4: Well, I mean, Disney does this very well. Disney does
36:13
this amazingly. Well, you know, they came up with a device.
36:17
It's called a smelltizer. I kid you not. It's a smelltizer,
36:22
and they pump in odors everywhere. So if you go
36:27
on Pirates of the Caribbean in the Magic Kingdom and
36:33
you pick up that musty odor, you know, like you
36:37
like like you just went through you know, the tropics,
36:43
it's not because there's mold growing in the ride. It's
36:46
they're actually pumping that smell into the ride. You know,
36:50
same thing about Lot Advans. They're pumping that musty smell
36:54
in there. A lot of times on main street. They
36:57
can't be cooking cookies all the time because they just
36:59
beat they have a mountain of cookies and nobody buying it.
37:02
So they blow the smell of fresh baked cookies out
37:06
into mainstream and they do that in a lot of
37:11
different places because they know that the sense of smell
37:16
illicits memories.
37:20
Speaker 1: It either relaxes or excites you, depending on what they
37:25
want you want you to experience, because I'm sure on
37:28
the Pirate ride they want you to feel excited.
37:32
Speaker 4: And yeah, you know, and then when they you know,
37:36
when they have the little you know, rifle, one of
37:41
those that they're not pop guns, but the you know,
37:44
then seventeen hundred's guns that don't shoot one bullet at
37:48
the time. You know, the smell of gunpowder is muskets.
37:52
You know, the smell of gunpowder is going through It
37:55
just adds to the overall experience.
38:00
Speaker 1: Amazing. It's It's something I would when think of in Uh,
38:06
I've I've told a couple of real estate agents to
38:09
throw in a tray of cookies, or you know, if
38:14
you're going to have open house, you throw in a
38:16
tray of cookies. You serve the cookies later, on but
38:18
you but you want that smell of the cookies to
38:20
be there. It's like I've yeah, but I would never
38:24
have thought, uh yeah. Some of the places where you're
38:30
talking about this is like, oh and in in the
38:35
end it makes sense, right, Yeah.
38:40
Speaker 4: I mean like if I walk into a restaurant and
38:42
I smell bleach, I'm believe you know that's that means One,
38:48
that means I got a problem. Two it's disgusting and
38:52
I don't smelling bleach.
38:55
Speaker 1: Yah.
38:58
Speaker 4: You gotta be aware of that kind of stuff. Again,
39:00
that's a that's a sales prevention department item right there.
39:04
Why would your dining room smell like bleach. There's no
39:07
reason for it, you know, unless you got some other
39:11
issues somewhere that we need to worry about.
39:13
Speaker 1: Yeah. One of the places that that of course, everybody
39:16
has an adversity to go into the hospital. But one
39:19
of the reasons why that diversity is in places because
39:22
it smells freshly oxidized or bleached or something. It's like,
39:31
so you don't it's repelling. You be a good thing,
39:37
But I don't know, right, It's like you wouldn't want
39:43
that necessarily for your general doctors practice or as you
39:47
point out, probably not, you know exactly, you want something
39:52
that's a little more warm and inviting.
39:57
Speaker 4: And as to think of all that, you know, it
39:59
doesn't no matter what business you're in, you know, so
40:04
at any rate, yes, environment is extremely important.
40:08
Speaker 1: So it smell is also just as an important part
40:12
of decorating your office as the paintings, the artwork, the
40:17
color of the wall, the comfortableness of the furniture, the
40:22
color of the carpet and all that.
40:25
Speaker 4: Yep, yeah, it all works in concert with each other.
40:29
And you know, I mean, you have to do the
40:32
fresh baked cookie things. No, but you know, there's nothing
40:37
worse than walking into an office and you allow your
40:40
employees to eat at their desks and Marge at the
40:44
front desk just happen to give extra onions on her
40:47
subway sub Now the whole place smells like, you know,
40:51
subway onions. That's not helping things, It really isn't. So
40:57
they can owners can work against you as well.
41:01
Speaker 1: Yeah yeah, I was going to ask that as they
41:06
how things can actually work against you The bleach smell,
41:10
the onion smell in an inappropriate place. So the smell
41:14
has to be appropriate to the to the to the
41:17
experience and the environment. Yep, mm hmm. So what what
41:28
I mean. I've heard that, you know, Disney has what
41:33
they call Smile University, but I never thought that when
41:38
they talk about Smile University that it would be all
41:42
the systems, the the experiences and everything that you that
41:47
you're talking about.
41:48
Speaker 4: And yeah, they have. For employees, they go through the
41:57
new higher training is called Traditions, and it's a day
42:00
and a half and they literally learn all of the
42:04
traditions mora raise secrets about Disney, about the company, about
42:11
Walt himself. And when they do these classes, they're really
42:15
trying to make it so that Walt is in the
42:18
room with them. So they learn the Disney point, how
42:22
to point the Disney way, which is with two fingers
42:26
or three or full hand. You never point with just
42:28
one finger. They teach you how to be aggressively friendly,
42:33
which means, you know, you don't wait for a guest
42:36
to come to you. If a guest looks confused, you
42:40
immediately go up to them and say, hey, how can
42:42
I help you? You look lost? And so all of
42:46
the other things that you know, Disney is known for
42:49
picking up trash, you know, making sure that all the
42:52
light bulbs are on. You know, just all of the
42:56
things that makes Disney unique are really taught in that
43:00
day and a half and you do that before you
43:03
go to your workplace. So that's really at the you know,
43:06
at the at Disney University, is that tradition's class.
43:11
Speaker 1: Yeah, So because you're starting to run out of time, Yeah,
43:17
you're creating the perfect customer experience. What would I feel
43:22
as I walked into into into one of your businesses.
43:27
Speaker 4: Well, I'd like to think it's perfect. I strive for
43:31
excellence more and more than perfection. But we want to
43:38
bring ourselves and elevate ourselves from being viewed as a commodity.
43:43
So we're all in commodity businesses. I mean a dentist
43:46
as a dentist, as a dentist, they had all clean
43:48
teeth the same way. And if you're viewed as a commodity,
43:52
you have no control over the pricing. The marketplace sets
43:56
that price. But if you can offer an EXPERI variance,
44:01
now you have price elasticity. You can command a premium
44:05
price if you're offering that kind of experience. So one
44:11
of the experiences we have in our cleaning business is
44:16
how we get in the front door. So if we
44:18
don't if we can't get in the front door, we
44:20
can't do our job. And so we have this completely
44:23
scripted out. It's a complete system of getting in the
44:26
front door. And it starts in the street because we
44:29
park in the street. We don't park in the driveway
44:31
because God forget, I got an oil leak. Now I
44:33
got something else I got to clean up. A technician
44:36
gets out in a clean uniform because he carries extra
44:38
uniforms with him in case he gets dirty. He smells
44:42
good because I don't allow smoking, and I don't allow
44:45
you to wear a cologne. Last thing you want is,
44:47
you know, somebody showing up in your house smelling like
44:49
the Marlborough man who just took a shower in Axe.
44:53
You know, it's kind of disgusting. You know. He's got
44:56
a special mat with him and a little gift. He
44:58
goes up to the front door, it lays down his
45:00
special mat. He knocks on the door, waits for missus
45:03
McGillicutty to answer. She answers the door and says, Hi,
45:05
my name's Josh. I'm here to creat your healthy home.
45:08
May I come in. We don't just barge in when
45:11
we're invited in, we do an exaggeration of wiping our
45:14
feet on the mat, and then we put little booties
45:17
on our clean shoes. As we're entering the home, we
45:19
present missus McGillicutty with a gift. Now, when was the
45:23
last time you had somebody come to your house to
45:25
do a repair or do some cleaning and they brought
45:28
you a gift. I'm gonna probably have it. I guess
45:30
it ain't happened. But when we present the gift, it
45:35
does a couple of things. One well, separates us from
45:38
everybody else out there because nobody's doing it, which then
45:43
creates word of mouth and referrals because people will be like,
45:47
oh my god, now never guess what happened when the
45:48
carpet cleaner was here. The gift also starts a process
45:53
called reciprocity. If I give something to you, you feel
45:56
compelled to give something back to me. So when we
45:58
implemented the gift, we saw a twenty six percent increase
46:02
in our into your Package, or about a sixty five
46:05
to seventy thousand dollars annual increase in our sales just
46:09
by implementing the little gift. So that's just a little
46:13
snippet of what we do throughout the entire customer journey
46:17
that we look for creating service excellence. Wow.
46:25
Speaker 1: Wow, you want to come clean my house? Right? I
46:33
mean I mean serious. On a serious note, though, If
46:37
somebody showed up my doorstep, laid down a mat to
46:43
wipe their feet, they put on clean booties to enter
46:45
my home, and then presented my wife with a gift,
46:53
you've already sold me. Yeah.
47:02
Speaker 4: Wow, it's and it's that easy. And the gift is
47:05
an extravagant it's a little four four dollars fifty gift.
47:09
It's a little custom blue box. It's got a bottle
47:12
of spot remover or a little bag of cookies and
47:14
a note for me thanking them for allowing us into
47:16
their home.
47:21
Speaker 1: Wow. Amazing. So it works, It works. I just see
47:29
it working. So what are the best ways for people
47:31
to work with you and you know, get a hold
47:37
of you. Yeah.
47:38
Speaker 4: Well, if you're looking to increase your customer experience and
47:44
you're looking for a little ways to wow your customers,
47:48
I've got a new hot sheet out and you could
47:50
find that at Wow fifty two ways dot com. It's
47:54
called fifty two Ways to Wow Your customer without breaking
47:57
the bank. So you got one while for every week
48:00
of the year. And you know, so, if you're stumbling
48:04
and bumbling and can't find a way to engage with
48:07
your customers, well I just gave you fifty two ways
48:11
and then the other place you can engage with me
48:15
is on my website, which is Vancemorris dot com.
48:19
Speaker 1: Okay, I will be sure to put those in the
48:23
show notes, both of those links and Vance, it's been educational.
48:32
I think you've taught me, taught me myself a couple
48:35
couple of things, and I'm sure you're teaching our listeners
48:40
a lot of different things. So guys, if listening engage
48:48
with Vance, especially your entrepreneur you're trying to increase your sales,
48:52
because hey, we need sales so that we can pay
48:54
our bills and have a happy and free life. Go
49:00
to Wow fifty two ways or Vancemorris dot com and
49:09
find new ways in and hire Vance as a consultant
49:13
to to help your business grow. All right, Thanks Vance,
49:18
and thank you everybody for listening.
49:21
Speaker 4: Thank you.
49:23
Speaker 2: But I don't know, say.
50:03
Speaker 4: This is days.
50:08
Speaker 2: A reason said me, little job in shots. We can't
50:25
try sur wait.
50:29
Speaker 1: So the show has been produced by Depictions Media. Please
51:54
contact us at depictions dot media for more information.